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Personal Selling and Sales Management

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This document discusses personal selling and sales management. It begins by outlining the learning objectives which are to describe the value of personal selling, define the personal selling process, describe key sales force management functions, and discuss ethical and legal issues. It then details the 5 steps in the personal selling process - generating leads, preapproach, presentation/overcoming objections, closing the sale, and follow-up. Next, it covers managing the sales force including structure, recruiting, training, motivating, evaluating. It finishes by discussing ethical and legal issues that can arise between sales managers/force, corporate policy, and customers.

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20-1 CHAPTER PERSONAL SELLING AND SALES MANAGEMENT 20
20-2 L E A R N I N G O B J E C T I V E S Describe the value added of personal selling. Define the steps in the personal selling process. Describe the key functions involved in managing a sales force. Describe the ethical and legal issues in personal selling. Personal Selling and Sales Management LO1 LO2 LO3 LO4
20-3 The Personal Selling Process Generate and qualify leads Preapproach and the Use of CRM Systems Sales presentation and overcoming reservations Closing the sale Follow-up
20-4 Step 1: Generate and Qualify Leads Sources of Leads Current Customers Networking Events Cold Calls The Internet
20-5 Step 2: Preapproach and the Use of CRM Systems Extends the qualification procedure Set goals for what is to be accomplished 息Royalty-Free/Corbis
20-6 Step 3: Sales Presentation and Overcoming Reservations The Presentation Handling Reservations Klaus Tiedge/Blend Images/Getty Images
20-7 Step 4: Closing the Sale Getting the order Often most stressful part of sales process A no one day may be the foundation for a yes anotherDigitalVision/GettyImages
20-8 Step 5: Follow-Up Five Service Quality Dimensions Reliability Responsiveness Assurance Empathy Tangibles
20-9 CHECK YOURSELF 1. Why is personal selling important to an IMC strategy? 2. What are the steps in the personal selling process?
20-10 Managing the Sales Force Managing the Sales Force Sales force structure Recruiting and selecting salespeople Sales training Motivating and compensating salespeople Evaluating salespeople
20-11 Sales Force Structure Company sales force Employees Established product lines Manufacturers representatives (independent agents) Not employees Smaller firms New markets
20-12 Salesperson Duties Order getter Order taker Sales support personnel Selling teams Comstock Images /Jupiter images.
20-13 Recruiting and Selecting Salespeople Personality Optimism Resilience Self- motivation Empathy
20-14 Sales Training Selling and negotiation techniques Products and service knowledge Technologies used in the selling process Time and territory management Company policies and procedures
20-15 Motivating and Compensating Salespeople Financial rewards Nonfinancial rewards GRANTLAND速 Copyright Grantland Enterprises; www.grantland.net
20-16 Evaluating Salespeople Tied to the reward structure Evaluation measures can be either objective or subjective BananaStock/PictureQuest
20-17 CHECK YOURSELF 1. What do sales managers need to do to successfully manage their sales force? 2. What is the difference between monetary and nonmonetary incentives?
20-18 Ethical and Legal Issues in Personal Selling The Sales Manager and the Sales Force The Sales Force and Corporate Policy The Salesperson and the Customer
20-19 CHECK YOURSELF 1. What are three areas of personal selling in which ethical and legal issues are more likely to arise?

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Personal Selling and Sales Management

  • 2. 20-2 L E A R N I N G O B J E C T I V E S Describe the value added of personal selling. Define the steps in the personal selling process. Describe the key functions involved in managing a sales force. Describe the ethical and legal issues in personal selling. Personal Selling and Sales Management LO1 LO2 LO3 LO4
  • 3. 20-3 The Personal Selling Process Generate and qualify leads Preapproach and the Use of CRM Systems Sales presentation and overcoming reservations Closing the sale Follow-up
  • 4. 20-4 Step 1: Generate and Qualify Leads Sources of Leads Current Customers Networking Events Cold Calls The Internet
  • 5. 20-5 Step 2: Preapproach and the Use of CRM Systems Extends the qualification procedure Set goals for what is to be accomplished 息Royalty-Free/Corbis
  • 6. 20-6 Step 3: Sales Presentation and Overcoming Reservations The Presentation Handling Reservations Klaus Tiedge/Blend Images/Getty Images
  • 7. 20-7 Step 4: Closing the Sale Getting the order Often most stressful part of sales process A no one day may be the foundation for a yes anotherDigitalVision/GettyImages
  • 8. 20-8 Step 5: Follow-Up Five Service Quality Dimensions Reliability Responsiveness Assurance Empathy Tangibles
  • 9. 20-9 CHECK YOURSELF 1. Why is personal selling important to an IMC strategy? 2. What are the steps in the personal selling process?
  • 10. 20-10 Managing the Sales Force Managing the Sales Force Sales force structure Recruiting and selecting salespeople Sales training Motivating and compensating salespeople Evaluating salespeople
  • 11. 20-11 Sales Force Structure Company sales force Employees Established product lines Manufacturers representatives (independent agents) Not employees Smaller firms New markets
  • 12. 20-12 Salesperson Duties Order getter Order taker Sales support personnel Selling teams Comstock Images /Jupiter images.
  • 13. 20-13 Recruiting and Selecting Salespeople Personality Optimism Resilience Self- motivation Empathy
  • 14. 20-14 Sales Training Selling and negotiation techniques Products and service knowledge Technologies used in the selling process Time and territory management Company policies and procedures
  • 15. 20-15 Motivating and Compensating Salespeople Financial rewards Nonfinancial rewards GRANTLAND速 Copyright Grantland Enterprises; www.grantland.net
  • 16. 20-16 Evaluating Salespeople Tied to the reward structure Evaluation measures can be either objective or subjective BananaStock/PictureQuest
  • 17. 20-17 CHECK YOURSELF 1. What do sales managers need to do to successfully manage their sales force? 2. What is the difference between monetary and nonmonetary incentives?
  • 18. 20-18 Ethical and Legal Issues in Personal Selling The Sales Manager and the Sales Force The Sales Force and Corporate Policy The Salesperson and the Customer
  • 19. 20-19 CHECK YOURSELF 1. What are three areas of personal selling in which ethical and legal issues are more likely to arise?